?Next-best-action marketing? 下一個最佳動作營銷

?? 未來最好的行動營銷 （又稱作為最好的下一個動作或下一個最佳活動 ），作為特殊情況下一個最佳的行動決策，是一個以客戶為中心的營銷模式，認為可以是不同的動作采取特定客戶，并在“最好的”1決定。 [1]的下一個最佳的行動（要約命題，服務等）乃客戶的利益和需求，一方面，和在營銷組織的業務對其他的目標，政策和法規。 This is in sharp contrast to traditional marketing approaches that first create a proposition for a product or service and then attempt to find interested and eligible prospects for that proposition.這是傳統的營銷方法，首先創建一個產品或服務的主張，然后試圖找到該命題的興趣及合資格的前景形成鮮明對比。 This practice, direct marketing , typically automated in the form of a campaign management tool, is product-centric.這種做法， 直接營銷 ，通常在一個活動管理工具的形式實現自動化，以產品為中心。

進一步定位：
? 下一個最佳行動的范例非常非常適合外來客戶的溝通，因為接觸的客戶會希望考慮從公司到他或她的請求，投訴，查詢等，憑借下一步最佳行動將使該公司回應在互動的客戶的需求，同時確保所采取的行動，也有利于公司。 Without a next best action capability in place, a call center or branch agent would be enabled to follow a script in their communication with the customer, which, while perhaps furthering the company's marketing goals, would most likely be impervious to customer context.如果沒有下一個最好的地方行動能力，呼叫中心或分支機構代理將啟用跟進的客戶，可能推動該公司的營銷目標，而最有可能不受顧客上下文在腳本的溝通。 Nothwithstanding its relevance to inbound customer communication next-best-action marketing is equally applicable to outbound communication. nothwithstanding訪港客戶溝通的相關行動的下一個最佳的營銷是同樣適用于出站通信。 In this case the next-best-action strategy is applied in batch, overnight for instance, after which customers that have been assigned the same action (ie make proposition X) are aggregated.在這種情況下最好的行動戰略是在批處理應用，例如過夜，匯總后，已分配了相同的動作（即使命題X）的客戶。

啟用技術：
?直到最近，技術成為可允許公司以可靠地實現高產量以及實時的下一個最佳的行動能力。 [2]通常，這需要一個多渠道，集中decisioning管理局省卻所有決定考慮到顧客（ 企業決策管理 ）。 This “decisioning hub” leverages “decision logic” that combines the company's business rules with predictive and adaptive (aka self-learning) decisioning models to help determine how to approach a customer prior to as well as during an interaction.這“decisioning樞紐”，充分利用“決定”的邏輯，預測和自適應（又名自學相結合），公司的業務規則decisioning模型，以幫助確定如何對待客戶之前以及在交互。 The decisioning authority takes into account each customer's expectations, propensities and likely behavior through the use of predictive modeling. decisioning機關考慮到每個客戶的期望，通過使用預測模型的傾向和可能的行為。 Interfaces that can leverage this intelligence must also be in place to externalize the logic and guide an agent (or the system itself) in how the customer would prefer to be treated at any given moment, continuously recalibrating the approach based on customer responses.可以利用這個情報也必須在地方外部的邏輯和客戶寧愿在任何特定時刻處理，不斷重新調整對客戶的反應為基礎的方法，引導代理（或系統本身）的接口。 The approach taken may be to make an offer, resolve a complaint, or to make some other kind of recommendation (or a combination of all of these).所采取的方式可能作出的報價，解決投訴，或作出一些建議的另一種（或所有這些的組合）。

歷史：
下一步的行動范式是不是新的，也不是只適用于營銷。 A similar concept was suggested by John Boyd of the United States Airforce ( OODA Loop ).一個類似的概念是美國空軍 （ OODA循環 ）由約翰·博伊德建議。 In a military context it describes thinking on the fly with distributed, local decision-making versus planned campaigns and objectives.在軍事方面，它描述了飛分布式，當地決策與計劃活動和目標的思考。 In marketing it has only recently been possible to make decisions fast enough on an enterprise scale to build a 'mini-business case' in real-time, considering many courses of action before deciding on the best one.營銷，它只是在最近才成為可能，使企業規模的決策速度不夠快，在實時建立“小型企業的情況下，最好的一個決定之前，考慮行動的許多課程。

From a business perspective, the rise of the next-best-action paradigm has in part been triggered by an increasing emphasis on inbound marketing .從商業角度看，未來最好的行動范式的興起，部分已被觸發，對訪港營銷越來越重視。 Organizations have found that volume in the inbound channels (web, call center, ATM, branch, etc) is increasing in recent years, while outbound channels (direct mail, cold calling, etc) are increasingly challenged.組織已經發現，在進貨渠道的體積（網站，呼叫中心，自動柜員機，分行等），在近幾年越來越多，而出境通道（直郵，自薦等）越來越多的挑戰。 The reason for this is threefold: 1) customers have become less tolerant of receiving outbound marketing solicitations; 2) new regulations limit spam or spam-like activities, telemarketing calls and direct mail; and 3) customers are increasingly Internet savvy.這樣做的原因有三個方面：1）客戶已變得不那么寬容接受的對外營銷招徠; 2）新的法規限制垃圾郵件或垃圾郵件類似的活動，推銷電話和直郵; 3）客戶越來越多互聯網精明。

優點和缺點：
雖然新的范式，是優雅的，無論是在其業務和技術問題，它面臨著兩個挑戰。 The first complication is that most companies are organized in a product-oriented way.第一個復雜的是，大多數企業都在以產品為導向的方式舉辦。 This means that product managers have specific volume or revenue targets.這意味著，產品經理有特定數量或收入目標。 Traditional campaign management is very much aligned with this.非常贊同這一傳統運動管理。 The Next Best Action paradigm, although capable of reflecting the same priorities, is normally used for bottom line optimization.下一步行動的范例，雖然能夠反映相同的優先級，通常用于優化底線。 Organizationally this means that different lines of business will need to collaborate to define next-best-action strategies, and goals may need to be reset to better reflect the customer-centric nature of the new processes.組織，這意味著，不同的業務線，將需要進行合作，以確定下一個最好的行動戰略，目標可能需要重置，以更好地反映新工藝以客戶為中心的性質。 The second complication is its unpredictability.第二并發癥是它的不可預測性。 Although overall it will optimize the bottom line and have other attractive features (like built-in customer centricity), the 'on the fly' decision-making makes it harder to know in advance what the results will be.雖然整體優化的底線，并有其他吸引人的特點（如內置在以客戶為中心），'飛'的決策，事先難以知道什么樣的結果將是。 There are implications for supply (chain) management, staff incentive schemes, budgeting, and service level agreements.有供（連鎖）管理，員工激勵計劃，預算，和服務水平協議的影響。 Next-best-action strategies can be made predictable again by simulating them in advance.下一步最佳行動策略，可預見的再次提前模擬。

轉載于:https://www.cnblogs.com/MidSummer411/archive/2012/06/09/2542792.html

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